Sentences with phrase «performance over any strategy»

This element is the sale of time, which by definition, is always successful and gives the constant over performance over any strategy not involving the sale of time.

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

Still, the banks diverged significantly in both strategy and performance over these CEO's tenures.

Not only do we understand the questions, but we have delivered many of the answers in over 40 posts on the topic including B2B influencer marketing strategy, technology, influencer research and recruiting, influencer content collaboration, integration with SEO and social, influencer content promotion and performance measurement.

Asset Management also has continued to deliver solid investment performance with over 76 % of its long - term strategies outperforming their respective benchmark on a 3, 5 and 10 - year basis (as of August 2011).

There can be no guarantee that any investment product or strategy will provide positive performance over time.

Forward - looking statements may include, among others, statements concerning our projected adjusted income (loss) from operations outlook for 2018, on both a consolidated and segment basis; projected total revenue growth and global medical customer growth, each over year end 2017; projected growth beyond 2018; projected medical care and operating expense ratios and medical cost trends; our projected consolidated adjusted tax rate; future financial or operating performance, including our ability to deliver personalized and innovative solutions for our customers and clients; future growth, business strategy, strategic or operational initiatives; economic, regulatory or competitive environments, particularly with respect to the pace and extent of change in these areas; financing or capital deployment plans and amounts available for future deployment; our prospects for growth in the coming years; the proposed merger (the «Merger») with Express Scripts Holding Company («Express Scripts») and other statements regarding Cigna's future beliefs, expectations, plans, intentions, financial condition or performance.

What we were really providing investors was a level of discipline that few individual investors can muster over time — by adopting a long term asset allocation strategy and using low cost investment vehicles, our long term performance was always going to be better than the average individual investor who tends to time markets and chase performance, with little understanding of the costs they are incurring.

• Develop strategies to deliver effective performance and build shareholder value over the long term.

Back in 1968, Dr. Laurence J. Peter first published evidence that promotion strategies in most companies are based on performance at the current task, with the result over time putting people in new tasks over their head.

In their November 2017 paper entitled «Tail Risk Mitigation with Managed Volatility Strategies», Anna Dreyer and Stefan Hubrich examine usefulness of managing volatility in this way as applied to the S&P 500 Index over a long sample period and across a range of performance measurements.

Switching out of stocks and into cash before the onset of a recession yields a performance bonus of more than 5 % over a simple buy - and - hold strategy.

Let's just say that the signal - to - noise ratio for investors has degraded substantially over the yearsIn spite of the large increase in investment information relative to the past, there is little evidence that active managers in aggregate have improved their performance relative to passive strategies.

Past participants - both in the U.S. and from work cultures all over the world - have experienced dramatic performance improvement in sales calls, consulting engagements, technical projects, strategy sessions and crucial business meetings.

To explore this important question, we looked at the performance of the S&P 500 over time and tested two different strategies.

Mr. Hirsch calls this the Best Six Months strategy - and its performance over time has been staggering.

However, to compare the performance of the strategy with a measure of performance, reference may be made to the HFRI EH: Fundamental Value Index over a over a three - to - five year horizon.

They focus on worst - case maximum sustainable real (inflation - adjusted) withdrawal rate over the 30 - year retirement interval as the main strategy performance metric.

A subscriber requested confirmation of the performance of a simple momentum strategy that each month selects the best performing debt mutual fund based on total return over the past three months.

In this post I'm going to take a look at performance as a whole of a group of TAA strategies and how that performance has varied over time.

Our suite of over 900 equity and fixed income ESG Indexes designed to represent the performance of some of the most prevalent ESG strategies can be used to help institutional investors more effectively benchmark ESG investment performance, issue index - based investment products, as well as manage, measure and report on ESG mandates.

We all need our jobs to provide a roof over our heads and allow us to continue investing time and money into our dreams, but if our jobs demand us to be sitting in a chair for prolonged periods of time, it's time to think up a strategy that would neutralize the harm caused on our health and performance.

I hear over and over from my clients they use me and the Peak Performance System to give them the correct strategy, be held accountable, and learn how they can take the principles and apply them for the rest of their life.

Over 9 weeks you'll learn effective strategies for improving your physical health, emotional wellbeing and mental performance.

For Arciero, PRISE is the culmination of research he has conducted and published over the last 30 years in an attempt to identify the most effective lifestyle strategies to improve health and physical performance.

And, according to the most recent data, the total amount of protein and carbohydrate consumed over the course of the day is far more important to lean mass gain, fat loss, and performance improvements than any specific nutrient timing strategy.

Includes links to in - depth strategy guides for the new performance careers, and information on Spare parts management: software for the creation of spare parts catalogue, sales catalogue, electronic parts catalogs and spare parts, consultation over

«In this context, what was not developed in the Progressive Era has come back to bite us: we want consistent high - level performance across the system, but we do not have a strategy to select talented people to teach, develop knowledge to guide their work, train them to a level of competent practice, and give them opportunities to grow and improve their work over time.

First, the countries that have been pursuing this strategy tend to be the countries that have experienced the greatest declines in student performance over the past decade.

Over the last few years, cities have used closing schools as a strategy to raise student performance or to save money.

Data are instantaneously uploaded to a program that helps instructors analyze student performance over time and personalize their instructional strategies for each child.

They also recommend that the strategies be targeted on specific areas of low performance and phased in over time.

The AMG ® Lightweight Performance strategy, as it's called, allows the vehicle to lose 140 pounds over the standard S - Class Coupe.

While previous efforts had focused on comfort over performance, the ATS represents a firm departure from this strategy, Cadillac opting to match BMW with a strong emphasis on rear - wheel - drive handling and a lightweight body structure.

For the first time in the company's history extending back over more than 45 years, Mercedes - Benz's performance brand is offering a fascinating high - performance vehicle in the compact class.The A 45 AMG is representative of the «AMG Performance 50» strategy for the future, which is to run up to the 50th birthday of Mercedes - AMG Gmperformance brand is offering a fascinating high - performance vehicle in the compact class.The A 45 AMG is representative of the «AMG Performance 50» strategy for the future, which is to run up to the 50th birthday of Mercedes - AMG Gmperformance vehicle in the compact class.The A 45 AMG is representative of the «AMG Performance 50» strategy for the future, which is to run up to the 50th birthday of Mercedes - AMG GmPerformance 50» strategy for the future, which is to run up to the 50th birthday of Mercedes - AMG GmbH in 2017.

Normally around this time of year as we head into BlackBerry World, RIM would be preparing to meet with financial analysts to discuss RIM's strategy and performance over the past little while and what may be ahead in the months to come.

Contributing to the active vs. passive management debate, this study of performance across Morningstar's allocation categories shows that active multi-asset managers outperformed passive strategies over time.

The changes are not due to poor performance — the strategy returned over 40 % in the past two years:

In Ben Graham's Net Current Asset Values: A Performance Update Professor Henry Oppenheimer examined the return on stocks selected using Benjamin Graham's net current asset value strategy over the period 1970 to 1983.

Assuming I really don't care about a 25 % loss in a given year here and there, as long as the performance of the portfolio over the long term is above average, does this strategy make sense in a purely mathematical, emotionless sense?

Value strategies tended to lag growth approaches in 2017, but the magazine suggests that investors should keep value funds in their sights as periods of relative over (and under) performance rotate.

Last summer I wrote about the potential strength in performance from momentum strategies over the long term.

The website's Stock Screens area has grown to include over 60 investment strategies with updated data, performance and passing companies each month.

That means looking over the market's performance and reassessing your strategies to make sure that (insert your personal savings goal here) is still on the horizon.

For those looking for a real life example (I suspect I know the answer but I will defer to Charles to provide the numbers in next month's MFO), contrast the performance over time of the closed - end fund, Source Capital (SOR) run by one of the best value investment firms, First Pacific Advisors with the performance over time of the mutual funds run by the same firm, some with the same portfolio managers and strategy.

By leveraging the statistical performance of net nets as a whole, buying only those net nets with characteristics strongly correlated with outperforming net nets as a group, and executing the strategy well, at minimum I expect to achieve a return in line with the bottom range of net net stock returns, or roughly 25 % over the long run.

In their November 2017 paper entitled «Tail Risk Mitigation with Managed Volatility Strategies», Anna Dreyer and Stefan Hubrich examine usefulness of managing volatility in this way as applied to the S&P 500 Index over a long sample period and across a range of performance measurements.

It seems as though it's common for active fund managers to describe their performance in a way that favors their active strategies over an index fund investing approach.

He, Hsu, and Rue compare the performance and the risk — return profiles of three at - the - money (ATM) buy — write strategies with the buy - and - hold return of the S&P 500 Index over the 17 - year period from February 1996 to December 2012.

The strategy is designed to contribute to higher performance and lower volatility over time.